2021-2026 Corporate Plan Connect. Innovate. Diversify. Gladstone Regional Council would like to acknowledge the traditional custodians of this land, the Byellee, the Gooreng Gooreng, the Gurang and the Taribelang Bunda people.
We pay respect to their Elders past, present and emerging.
We would also like to extend that respect to other Aboriginal and Torres Strait Islander people in our region.
Gladstone Regional Council 2021-2026 Corporate Plan Page 2 Table of Contents
Welcome ...... 4-5
Region Overview ...... 6
Local Government History ...... 7
Gladstone Region Today ...... 8
The Gladstone Region’s Growth ...... 8
Strategic Planning Framework ...... 9
Corporate Plan ...... 10
Plan on a Page ...... 11
Goals ...... 12-16
Measurement, monitoring and reporting to our community ...... 17
Page 3 Welcome
The 2021-26 Corporate Plan outlines Gladstone Regional Council’s refreshed commitment to a dynamic, resilient and diverse future for the region through to 2026.
The present economic climate required us to revisit our strategic goals and refine them, so our efforts could be channelled towards building success for all our communities. We considered factors such as population growth, the role of industry in the region, service expectations and the likelihood of further disasters or pandemic events in determining what that success looked like.
As our primary strategic planning document, the Corporate Plan will guide us to achieve realistic outcomes.
There will be a multi-year emphasis on further enhancing connections with our community, providing value for money for our ratepayers and meeting community expectations in the way we serve.
Council’s strategic direction from 2021-2026 will continue to be set against the backdrop of our vision – “Connect. Innovate. Diversify.” The organisation’s values will also remain a constant for our people and across our workplace, underpinning everything we do for our community.
Our goals and commitments for this period ahead align with the intentions of both our vision and values.
During the next five years we will deliver on five goals:
1. Connecting Communities p.12 2. Delivering Value p.13 3. Resilient Economy p.14 4. Our People p.15 5. Accountable Council p.16
We are committed to enhancing our community connections through an extension of the customer service foundation and rethinking how we serve and understand each of our communities.
Gladstone Regional Council 2021-2026 Corporate Plan Page 4 Another focus will be on executing our works efficiently, effectively and safely through the implementation of our asset management framework.
Council will continue our investment towards a resilient economy by supporting existing and emerging opportunities for economic prosperity.
We recognise that our people are the backbone of everything we do and achieve. Building a workplace that our people are proud to work for is our key to delivering outstanding services for our communities.
Over the next five years Council will deliver good stewardship built on a foundation of trust.
This five-year plan will guide us towards making decisions that will impact both present and future generations, in a region where the future will be built on connection, innovation and diversity.
Cr Matt Burnett Leisa Dowling Mayor Gladstone Region Chief Executive Officer
Gladstone Regional Council 2021-2026 Corporate Plan Page 5 Region Overview
From Kroombit Tops in the west to the coral lagoons of the Southern Great Barrier Reef, the Gladstone Region’s environment is as varied as its capacity for economic development. Balaclava Curtis Island The region has a population of about 63,000 people and covers close to 10,500 Island National park square kilometers. Curtis Island It has a strong record of job creation and investment opportunities, with Raglan relaxed living, recreational and tourism options enhancing its appeal and Creek Rundle Range potential for future growth. National Park The Narrows In recent decades, the economy has been built around heavy industry Raglan with access to a deep-water harbour for export trade. South End The region has two of the world’s largest alumina refineries, Targinnie the Boyne Island Aluminium Smelter and the Liquefied Facing Island Natural Gas (LNG) industry on nearby Curtis Island. Mount Larcom Yarwun Port Curtis After a period of economic slowdown and the world- Gladstone wide pandemic, it is now looking to recover and revive its communities for a brighter future. Boyne Island Industry, along with an engaged community, will be at the Tannum Sands centre of this revival. Wild Cattle Island National Park Several renewable energy projects embracing biofuels, solar Hummock Hill W A Y Island energy, hydrogen and new waste management practices have I G H Calliope Benaraby N H S O been proposed for the Gladstone State Development Area. W A Lake D Awoonga When realised, these projects would position the city of Gladstone Turkey Beach as a renewable energy hub, taking the economy in an exciting, new Eurimbula National Park direction. Castle Tower Seventeen Seventy The Gladstone Region features plenty of green open space, including National Park the nationally recognised Gladstone Tondoon Botanic Gardens and plentiful Agnes Water coastal locations where sailing and boating activities take place. Bororen Residents and visitors can see historic sites in Calliope, go bush walking in Blackman’s Gap, mountain climb Mount Biondello or snorkel the reef off Deepwater National Park the coast to experience the outdoor environment. Miriam Vale Kroombit Tops The region’s strength is a great sense of community with a ‘can do’ National Park Nagoorin attitude. Combine this with well-developed infrastructure and services, Mount Colosseum Ubobo National Park Broadwater and you have local communities with a support structure to thrive again. Conservation Park These communities include the urban centres of Gladstone and Boyne Island/ Tannum Sands, as well as the smaller towns of Agnes Water, Baffle Creek, Benaraby, Ba e Creek Rules Bororen, Builyan, Calliope, Lowmead, Miriam Vale, Mount Larcom, Many Peaks, Nagoorin, Beach Raglan, Rosedale, Rules Beach, Seventeen Seventy, Targinnie, Turkey Beach, Ubobo and Yarwun. Builyan Lowmead Ba e Creek Many Peaks
Rosedale
Gladstone Regional Council 2021-2026 Corporate Plan Page 6 Balaclava Curtis Island Island National park
Curtis Island Raglan Creek Rundle Range National Park 2 The Narrows 10,489KM Raglan South End Gladstone Regional Council Targinnie Facing Island Boundary Area Mount Larcom Yarwun Port Curtis Gladstone
Boyne Island Tannum Sands Wild Cattle Island National Park Hummock Hill W A Y Island I G H Calliope Benaraby N H S O W A D Lake Awoonga Turkey Beach Eurimbula National Park
Castle Tower Seventeen Seventy National Park Agnes Water
Bororen
Deepwater National Park Miriam Vale Kroombit Tops National Park Nagoorin Mount Colosseum Ubobo National Park Broadwater Conservation Park
Ba e Creek Rules Beach Builyan Lowmead Ba e Creek Many Peaks
Rosedale
Gladstone Regional Council 2021-2026 Corporate Plan Page 7 Gladstone Region Today
$5,602m in Gross Regional Product (GRP)
3,701 Diverse Businesses contribute to our economy
62,979 residents, 2.5% of Regional QLD’s total population
Median age 35 years, compared to 39 years for Regional QLD
24% of workers have a tertiary qualification
$200 per week for a 2 bedroom flat/unit
Average of 566,000 visitors to the region per annum
The Gladstone Region’s Growth
Gross Regional Product Year Population
2041 75,327 **
2021 63,938 **
$5,458M** 2020 63,861**
$5,391M 2018 62,961
$5,181M 2016 63,508
$6,003M 2015 63,697
$4,733M 2011 60,317
$4,098M 2006 52,232
$2,504M 2001 45,479
1991 38,200
1981 22,013*
1933 3039*
1901 1622*
1856 200* *Gladstone City only **Projected population
Gladstone Regional Council 2021-2026 Corporate Plan Page 8 Strategic Planning Framework
Our Strategic Planning Framework presents a systematic and continuous process for identifying strategic direction. The framework ensures that strategies and financial resources are aligned to achieve Council’s corporate vision to ‘Connect. Innovate. Diversify.’
The framework includes long, medium and short-term plans which set direction for what we do and what we aim to achieve, as an organisation, for our community. This framework is an important part of our delivery of transparent and effective corporate governance.
Long Term Vision
Long Term Plans Long Term Financial Plan Strategic Asset Management Plan Medium Term
Corporate Plan Informing
Strategies
Operational Plan Short Term and Budget
Team Plans
Measurement and Reporting Quarterly Reporting Annual Report Continuous Improvement
This illustration of the strategic planning framework demonstrates how the Corporate Plan aligns to the vision, long term plans, Operational Plan and team plans. It also demonstrates the interaction of strategies within the model. The vision is the element that guides all the work we do. Our current Corporate Plan is a five-year plan (medium term) and the Operational Plan is a one-year plan (short term). We strive to complete projects within the annual Operational Plan that provide step-by-step, forward progression, to the Corporate Plan and vision.
Gladstone Regional Council 2021-2026 Corporate Plan Page 9 Corporate Plan
The Corporate Plan is a vital part of the strategic planning framework. It provides direction for the next five years. This 2021-26 plan enables us to meet community needs in an efficient and responsive manner by embracing innovation and taking a value-for-money approach to service delivery.
The structure of the Corporate Plan is outlined in the diagram below. The diagram demonstrates the relationship between the vision, goals, outcomes and objectives.
Vision and Values
Goals
Outcomes
Objectives
The plan originates from our vision and values. Together they give overarching direction for what we are working towards and how we will behave. Our goals, outcomes and objectives reflect the vision and outline how we will achieve it.
The goals articulate an aspirational overarching purpose.
The outcomes move to a more tangible level; describing the value delivered to the community for each goal.
The objectives then reflect the priorities of each outcome.Objectives are a clear product that will be delivered or a service that will be performed.
The goals, outcomes and objectives help us to prioritise and align resources to deliver core services, programs and initiatives through the annual Operational Plan and Budget.
Within the planning and development of the Corporate Plan, Council recognises the policy directions of the Queensland Government. The Queensland Plan is a 30-year vision developed by the Queensland Government that outlines nine foundation areas. It provides a clear focus for Queenslanders. Council has aligned its Corporate Plan to the Queensland Plan to ensure that we are moving in unison towards our common Queensland goal.
Gladstone Regional Council 2021-2026 Corporate Plan Page 10 Corporate Plan 2021-2026 Plan on a Page
Vision Connect. Innovate. Diversify.
GOALS OUTCOMES Connecting Communities • Communities are well understood, with programs and We work with you and for you, services designed to strengthen our region. supporting the success of our • Communities can influence and actively participate in Council communities. decision making. Delivering Value • Asset Management is smart, effective and efficient. We work efficiently to deliver • Capital and Maintenance programs are consistently delivered. value for your rates. • We are easier to work with. • The way we do business is continuously improving. Resilient Economy • Support for the region’s transition and role as a driver of We play our part in supporting economic growth. the success of our region. • Increased liveability and visitation to the region. Our People • Our people return home safely. We look after our people, so • Our people are proud to work for Council. they look after you. Accountable Council • Council has embedded risk management, transparency and We are providing good accountability into what we do. stewardship built on a • Finances are managed to ensure sustainability. foundation of trust. • The environment is front of mind in what we do.
Values
Safe Inclusive We are uncompromising in our commitment We create and value diversity and we actively to safety, which is reflected in our attitude, our demonstrate our commitment to equality and decisions and our actions. inclusivity.
Ethical Community We operate with transparency, openness and We care about each other and our environment accountability at the fore. and we recognise that community is the core of our business. Responsive We respond by being present, proactive and Efficient solutions-focused, and we deliver on our We deliver; we challenge the status quo and we commitments. continually find better ways to reduce cost and improve services. Visionary We plan as future-thinkers and opportunity- seekers and we have the courage to shape a better future for our community.
Gladstone Regional Council 2021-2026 Corporate Plan Page 11 Goal 1. Connecting Communities We work with you and for you, supporting the success of our communities.
Outcome Outcome
1.1 Communities are well understood, 1.2 Communities can influence and with programs and services designed actively participate in Council to strengthen our region. decision making.
Objective Objective 1.1.1 Understand the needs of our 1.2.1 Create positive two-way empathetic communities and customers in order to engagement processes that provide design and enhance the way we deliver Council with feedback which contributes our services. to decisions and better partnerships.
1.1.2 Implement a strategic approach 1.2.2 Review the planning scheme alignment to community development that is to community expectations and overall focussed on inclusion, planning, capacity needs. building and place making.
1.1.3 Engage our communities to build connections and promote health, happiness and wellbeing.
Gladstone Regional Council 2021-2026 Corporate Plan Page 12 Goal 2. Delivering Value We work efficiently to deliver value for your rates.
Outcome Outcome
2.1 Asset Management is smart, effective 2.2 Capital and Maintenance programs and efficient. are consistently delivered.
Objective Objective 2.1.1 Continuously improve focus and 2.2.1 Provide a robust deliverable workflow practices around smart asset of efficient capital and maintenance management. programs.
2.1.2 Develop business processes that support the collection and maintenance of a single source of truth of reliable data to inform investment decisions.
2.1.3 Focus on proactive and preventative approaches in our asset planning.
Outcome Outcome
2.3 We are easier to work with. 2.4 The way we do business is continuously improving.
Objective Objective 2.3.1 Continue building a reputation of being 2.4.1 Embed a continuous improvement easy to deal with through efficient and culture focusing on creating value, effective customer interactions. reducing waste and improving efficiency.
2.3.2 Improve business processes and 2.4.2 Embed Asset and Service Management systems to make it easier for our across the business. employees to do their work and serve our community. 2.4.3 Implement technology enhancements and digital capabilities to support the improvement of service delivery and employee experience.
Gladstone Regional Council 2021-2026 Corporate Plan Page 13 Goal 3. Resilient Economy We play our part in supporting the success of our region.
Outcome Outcome
3.1 Support for the region’s transition 3.2 Increased liveability and visitation to and role as a driver of economic the region. growth.
Objective Objective 3.1.1 Support a diverse economy of existing 3.2.1 Increase key markets including First and emerging industries that includes Nation cultural experiences, fishing, advanced manufacturing, and a low- recreational vehicles, drive market, carbon industrial hub. cruises, events and business tourism through improved access and one-of-a- 3.1.2 Encourage investment in, and delivery kind experiences. of, enabling infrastructure and catalyst project opportunities including transport 3.2.2 Explore additional tourism and logistics. infrastructure including private sector investment. 3.1.3 Advocate for the advancement of the region’s skill base with a focus on 3.2.3 Promote the region’s appeal as a place modern skills training and emerging to work, live, play and stay. industries.
3.1.4 Support the resilience of the region’s existing industries including the micro and small-medium enterprise sector.
Gladstone Regional Council 2021-2026 Corporate Plan Page 14 Goal 4. Our People We look after our people, so they look after you.
Outcome Outcome
4.1 Our people return home safely. 4.2 Our people are proud to work for Council.
Objective Objective 4.1.1 Improve our safety management system 4.2.1 Enable collaborative workplaces and and visible leadership to ensure our contemporary work practices. employees go home safely. 4.2.2 Build leadership capability and define 4.1.2 Improve our wellbeing management competencies and development including physical and mental health pathways. support. 4.2.3 Ensure our leaders have clarity on their 4.1.3 Improve our employee capability, roles and are supported to successfully support and upskilling. deliver on those expectations.
4.2.4 Instill in our people the concept of brand ambassadorship.
4.2.5 Further improve our employee experience.
Gladstone Regional Council 2021-2026 Corporate Plan Page 15 Goal 5. Accountable Council We are providing good stewardship built on a foundation of trust.
Outcome Outcome
5.1 Council has embedded risk 5.2 Finances are managed to ensure management, transparency and sustainability. accountability into what we do.
Objective Objective 5.1.1 Provide comprehensive risk 5.2.1 Continue to embed good financial management strategies for all identified practices in our decision making. risks. 5.2.2 Improve our long-term asset and 5.1.2 Improve decision making based on our financial plans to meet community risk assessments. needs.
5.1.3 Ensure we have a framework of policies 5.2.3 Select the right capital and maintenance and standards that continues to raise work. the bar.
5.1.4 Ensure we comply with all legislative requirements to maintain community confidence.
5.1.5 Improve access and visibility of our governance tools to the business.
Outcome
5.3 The environment is front of mind in what we do.
Objective 5.3.1 Ensure our operational practices and investment decisions are environmentally sound and encourage good stewardship and adaptation to environmental risks.
5.3.2 Improve methods for assessing and monitoring the environment and proactively address environmental breaches in a timely manner.
5.3.3 Partner with our communities and industries to promote sustainable environmental practices.
Gladstone Regional Council 2021-2026 Corporate Plan Page 16 Measurement, monitoring and reporting to our community
The Corporate Plan is monitored and reviewed annually, or as required, to ensure our goals, outcomes and objectives remain relevant and current to meet the needs of our community. In preparation for annual Operational Planning and Budgeting process, Council reviews the Corporate Plan to ensure it has maintained its relevance. The findings from this review inform the next Operational Plan and Budget processes and may, in a case like this year, warrant a Corporate Plan refresh.
Measurement and reporting occur throughout all stages of our Strategic Planning Framework (as noted by the dotted line within the figure on page 9). Our measurements are published in the annual Operational Plan and Budget and then reported on in the Quarterly Performance Reports and Annual Report.
Operational Plan and Budget During the Corporate Plan 2021-26, Council will develop five Operational Plans. These plans will highlight initiatives that move us towards achieving our five-year plan. In addition, a variety of measures will be identified that Council will monitor. Council’s annual Budget is aligned to the Operational Plan to achieve Council’s corporate vision to ‘Connect. Innovate. Diversify.’
Quarterly Performance Report Every three months, a quarterly performance report is prepared, presented and adopted by Council. This report outlines performance against the Operational Plan outcomes, objectives and initiatives. The performance report also includes data and highlights achievements over the quarter.
Annual Report At the end of each financial year, Council produces an Annual Report that reviews performance achievements and challenges. The Annual Report provides our community with operational and financial information that demonstrates Council’s performance against the goals, outcomes and objectives set out in the Corporate and Operational Plans.
Gladstone Regional Council 2021-2026 Corporate Plan Page 17 PO Box 29, Gladstone Qld 4680 Phone: 4970 0700 Email: [email protected] www.gladstone.qld.gov.au